Harvard Business Review’s Post

Spot on! Organizations often fall into the trap of "theater" instead of fostering genuine innovation. Hiring consultants or hosting hackathons might create an illusion of progress but rarely tackle the root issues. The real challenge lies in transforming culture and mindset, not just processes. An Innovation Doctrine, as you suggest, could be a game-changer—integrating culture, mindset, and process to drive authentic innovation. It's about creating an environment where creativity and risk-taking are encouraged and supported from the ground up. #RealInnovation #CulturalShift #AdditionalInsights

Organizational agility is paramount amidst today's convergence of technological, competitive, and regulatory disruptions. Embracing an Innovation Doctrine can empower firms to shed obsolete processes, foster a culture of innovation, and swiftly adapt to new challenges. It's time to prioritize product over process to stay competitive and responsive.

My eyes are wide open! I see the light and the circumstances which influenced my career. At Sun Microsystems, the company was successful with an emphasis on innovation and getting the job done. Sun grew with an indescribable energy and esprit de corps. Our orders were to get the business and support our customers while never being sued, appearing on CNN for a mishap or the front page of the New York Times for doing anything illegal or unethical. We had processes; however, they never got in the way of our growth and leadership position. Later, I had difficulty working for organizations where the focus was on "Innovation Theater" contrary to Sun's model. Sun was a classic example of a company that focused on delivering results driven by ideas. Bill Joy spoke to Ford's top management dressed in Birkenstocks, jeans and a flannel shirt. His message rather than his appearance was all that mattered. He could do this because of who he is, but Bill's message to Ford was all about growth and partnering with Ford with the company's future growth in mind. He articulated a technological strategy specific to Ford with a vision for utility computing and SaaS in 2000 long before it became a commonplace tool for all businesses.

It is an ephemeral and artificial “show” as far as innovation is under hypnotical and supreme allegiance to artificial and illusion external material technologies, instead of construct perenial authentic integral innovation. Decide to vibrate or disappear is within the reach of awareness of each ONE in deep resonance with the vibratory Heart center of its infinite creative immensity. 😁

Large corporations operate within siloed departments, impeding the flow of information and ideas between teams. Startups encourage cross-functional collaboration and open communication. Overcoming these silos poses a challenge for large organizations fostering innovation.

Because of publicity? Because they want to show they are always several steps ahead? Because they are expected to show, and not to lead...it is all about the marketing.

If that’s the case then that’s the beginning of their end.

Love this

Interesting view